The document summarizes research identifying the characteristics of high performers, called "Trailblazers", in public service. It defined Trailblazers as those who drive transformation while delivering results. The research involved identifying potential Trailblazers, interviewing 30 individuals, and comparing them to other public and private sector leaders. Key findings were that Trailblazers displayed leadership, strategic thinking, managing change, and motivation. The research can help organizations recruit, develop, and assess potential Trailblazers.

1. “If you come across someone in public service who is cheerfully passionate about helping people, has demonstrated courage in the face of adversity, and is always looking to change things, then stop and think.... you may just have found yourself a Trailblazer” Steve Bennett & Laurence Jackson Innovation Manchester – 10th March 2011 ©

2. Today Objectives of research What we did The Results: Career History of Trailblazers Characteristics of Trailblazers Trailblazers vs Other Public Sector people Trailblazers vs Private Sector Stars What does this mean for you? ©

3. Objectives of Research Identify the characteristics of high performers in public service Contribute to the leadership debate Deepen our understanding about talent ©

4. What we did Defined a Trailblazer Identified pool of potential people Narrowed down to 30 Trailblazers Sample from across public sector: local government, regional and central government, education, health, the emergency services and the voluntary sector Completed personality questionnaire (OPQ 32) In-depth interview: key career events, seminal moments, personality features, aspirations, points of difference with those around them ©

5. Definition Someone who is known to drive transformation in public services, whilst delivering results ©

6. Career History Clear sense of vocation, make a difference Early life experiences Diffuse career paths Mentors/ role-models Appetite for responsibility, put self in harm’s way Overcoming obstacles, been doubted by others ©

7. Characteristics Hard driving Low rule-following Optimism Trusting Local-place shaping Seek to understand people Innovation Taking charge Imposter syndrome

8. vs Public Sector How did we measure this? Wickland Westcott database of Executives Created Public Sector subset, compared competency ratings vs Trailblazers 4 key differentiators

9. vs Public Sector Leadership(direction setting, gaining commitment, people development, delegation) “I love creating great teams – making others great” Strategic Thinking(vision, global perspective, organisational awareness) “I back my own judgement but rely heavily on the skills of others in advising me on the detail” Managing Change(initiating change, driving change, overcoming resistance) “I’ve been rapped over the knuckles for not going through due processes – but it worked” Motivation(initiative, energy, resilience, accountability, goal focus) “In my early days I had a real reputation for toughness”

11. Commercial Appreciation

12. Communication

14. Managing Change

15. Strategic Thinking

18. Lots of challenge, stimulation, variety

19. Partner with a detail-buddy, share credit with buddy

20. Encourage progress-monitoring (to counter TB over-optimism)

21. Tolerate non-compliance where possible

23. Local Government Major review of staff at various levels versus Trailblazer characteristics Tailored to the Council’s own competency framework Behavioural indicators specified at three key levels Structured analysis of skills and potential for the future Support in shaping the Council to meet changing priorities

24. NHS Stimulus provided by World Class Commissioning National framework did not fit local priorities and needs Attributes for leadership and management defined and codified All senior managers assessed on a one-to-one basis and confidential reports prepared and fed back Assistance in identifying future leaders in merged structures

25. Housing Organisation restructure led to need to assess leadership capability Trailblazer characteristics used to assess senior executive against redefined and new roles Robust and objective assessment in relation to specified skillsets and behaviours Assistance in transition to new structures

26. Police Worked with two UK police forces Assessment of selected senior staff against Trailblazer characteristics National leadership programme seen as lacking in focus and local relevance One-to-one assessments and feedback of reports Direct link to personal development programme

27. Participant Feedback Clarity around purpose of assessment “Was not sure and was somewhat surprised to have been nominated as I thought there were more competent ‘high flyers’ than me that could have been asked” Relevance of assessment “I went into the process with a very relaxed and open mind not thinking I would come out with any real sense of purpose to do something about myself. How wrong I was” Accuracy of assessment “I found the results of the questionnaire uncannily accurate once they were explained to me. Questions and observations were thought-provoking and appropriate” SEARCH & SELECTION | ASSESSMENT & DEVELOPMENT | THE OPQ INTERVIEW GUIDE | GRADUATE RECRUITMENT

28. Other Observations

29. In practice... "People are important in most organisations. In policing they are vital. We are constantly seeking to help our people develop and as such Trailblazer has offered us a different way of approaching this. It has allowed us to move away from core competency silos and to engage with people in a way that is more accessible and focuses on the key factors. It has delivered improved self awareness, highly motivated people and meaningful development that is moving the force forward." Justine Curran, Chief Constable, Tayside Police ©

30. Making it work for you Building Capability in executive, top team and board development: Benchmarking Senior Executives vs Trailblazer attributes Identifying personal development needs Structuring coaching programmes Structured, cost effective improvement plans in line with Total Place/Big Society ©

31. Contact Details Laurence Jackson laurence@wickland-westcott.co.uk 07875 315775 Steve Bennett steve@wickland-westcott.co.uk 07946 650120